chapter 2 _ ipm _ developing project plan

8/19/2019 Chapter 2 _ IPM _ Developing Project Plan

1/72

IT PROJECT MANAGEMENT Dr. Zeeshan Bhatti

MPhil (IT)

Lecture 3

Institute of Information and Communication TechnologyUniversity of Sindh, Jamshoro

Developing the Project Plan

BY: DR. ZEE SHAN BHATT I 1


2/72

• Introduction to PM

• Project planning

– Gantt chart and WBS


– Network analysis I


–Network analysis II

PLAN

Project planning Resource analysis

Risk management

Quality

Budgets and cost control

Project teams



3/72

WHAT IS A PROJECT?

“Unique process consisting of a set of coordinated andcontrolled activities with start and finish dates,

undertaken to achieve an objective conforming tospecific requirements, including constraints of time, cost,quality and resources”

A Project is a planned set of activities

A Project has a scope

A Project has time, cost, quality and resource constraints

3


4/72

WHAT IS PROJECT MANAGEMENT?

The art of organising, leading, reporting and completinga project through people

4


5/72

WHAT IS PROJECT MANAGEMENT?

A project is a planned undertaking

A project manager is a person who causes things tohappen

Therefore, project management is causing a plannedundertaking to happen.

5


6/72

CHARACTERISTICS OF A GOOD IT

PROJECT MANAGER



7/72

EXERCISE 1

Write down three attributes of a good Project Manager



8/72

PROJECT MANAGER ROLE

A Good Project Manager Takes ownership of the whole project

Is proactive not reactive

Adequately plans the project

Is Authoritative (NOT Authoritarian) Is Decisive

Is a Good Communicator

Manages by data and facts not uniformed optimism

Leads by example Has sound Judgement

Is a Motivator

Is Diplomatic

Can Delegate 8


9/72

PERSONAL CHARACTERISTICS

· Is technically qualified

· Is a decision maker

· Is honest and creates a relaxed atmosphere

· Possesses the art of saying no without offending others

· Believes in managing time and people



10/72

PROJECT−RELATED CHARACTERISTICS

Achieves the objectives and goals of the project within the established schedule, budget,and procedures

Develops IT projects on budget and on time to the complete satisfaction of the users

Has experience in related or similar projects

Can control project outcomes by measuring and evaluating performance against establishedobjectives and standards

Develops and executes contingency plans to meet unforeseen circumstances and problems

Develops and implements decisions relating to planning

Is willing to redefine goals, responsibilities, and schedules as necessary to get the projectback on track in case the schedule slips or the project is over budget

Establishes and meets real priorities and deadlines

Believes in good planning to reduce pressure and stress and increase productivity

Establishes long−term and short−term planning



11/72

TEAM−RELATED CHARACTERISTICS

Has good communication and managerial skills

Is able to plan, organize, lead, motivate, and delegate proper responsibilitiesto team members

Respects team members and has their confidence and respect

Shares success with the team members

Selects the right person for the right job

Shows appreciation to good workers

Gets others in the organization to accept his or her ideas and carry out his orher plans

Delegates duties and maintains control

Believes in professionally training people for their delegated jobs



12/72

Considers himself or herself as a part of the team

Creates structured discipline

Recognizes individual differences and takes advantage of individualstrengths

Provides work that stimulates a feeling of personal respect andprofessional growth

Allows sufficient time for ideas to develop and mature

Allows free time and encourages openness

Understands the team members and creates effective communication

Monitors his or her team members on a regular basis for and takesnecessary actions



13/72

PROJECT MANAGEMENT CHECKLIST

A good IT project manager must do the following:

· Identify users, stakeholders, and customers

· Communicate with users, stakeholders, and customers throughout the project

· Educate and train users, stakeholders, and customers about the project

· Understand the requirements of users, stakeholders, and customers

· Set up the project book

· Plan the project

· Staff the project

· Establish project phases

· Allocate the budget for various phases and activities

· Estimate resources

· Estimate the level of efforts

· Model and simulate the project

· Establish standards and controls



14/72

· Form project tasks teams

· Staff task teams

· Provide necessary training

· Staff support groups· Provide a team concept

· Establish a schedule and milestones

· Provide a guideline to implement success

· Provide state−of−the−art tools

· Encourage the reuse of assets, the Internet, and telecommunications

· Track the deliverables

· Measure the success

· Create effective communication among the members of the projectteam

· Gain the users' confidence

· Show results

· Document the products

· Provide a smooth transition of the product to the usersBY: DR. ZEE SHAN BHATT I 14


15/72

STAKEHOLDER ENGAGEMENT



16/72

STAKEHOLDER

“A person or group of people who have a vested

interest in the success of an organization and the

environment in which the organization operates”



17/72

EXERCISE 2

Write down three typical project stakeholders



18/72

EXERCISE 2 - TYPICAL STAKEHOLDERS

Sponsor

Funding Body

Customer

Suppliers

End User

HSE/Environmental Agency

Maintenance Team

Neighbours/Community/Shareholders

Fusion Community

Interfaces



19/72

STAKEHOLDER ENGAGEMENT PROCESS

Identify Stakeholders

Assess needs

Define actions

Establish communication channels

Gather feedback

Monitor and review



20/72

THE PROJECT PROCESS

Projectset-up

MajorProject

Proposals

ProjectDefinition Conceptual

Design SchemeDesign Detailed

DesignTender

Invitation &Assessment

ManufactureEquipment Install

EquipmentConfirm

Completion

Test &Commission

ProjectReview

Appoint Project SponsorAssess Project PriorityAssess Budget ImplicationsEst. Proj. Deliverables and ObjectivesAppoint Project LeaderApprove Project Set-up

Draft Statement of Requirements (SoR)Review & Approve SoR IdentifyResources Appoint ProjectTeam Produce & MaintainProcurement PlansUndertake Project Risk AssessmentPrepare Project Boundary DocumentDevelop Project Management Plan (PMP)*Raise initial TCD-R/PERF**Prepare Preliminary Conceptual Design**

Raise/Extend/Update initial TCD-R/PERFPrepare Outline Conceptual DesignDefine Design Constraints PrepareInterface Requirements Spec. (IRP)Finalise Conceptual DesignHold Conceptual Design Review (CDR)Clear CDR IssuesInitiate Modification Safety CaseUpdate PMPApprove Proceed to Detailed Design

Raise/Extend Sub-system TCD-Rs/PERFsAgree Classifications & InterfacesPrepare Sub-system Scheme DesignHold Sub-system Scheme Design Review (SDR)Clear Sub-system SDR IssuesUpdate PMPUse TCD-I/MMAC for Sub-system SD Approval

Extend TCD-Rs/PERFsPrepare Sub-system Detailed Design HoldDetailed Design Review (DDR)Clear Sub-system DDR IssuesUse TCD-I/MMAC for Sub-system DD ApprovalPrepare Final D ocuments including:- Design Documents., Machine CompatibilityDocuments., Safety Case Modification

Compile Tender Docs.***Send out Invitations (ITTS)Hold Clarification MeetingsReceive TendersEvaluate TendersArrange site visitsApprove changes to Specs.Choose preferred Company

Raise Contract DocumentationPlace ContractHold Kick off Meeting (KOM)Clarify Issues (Quality Plan)Monitor ProgressWitness key ProceduresComplete Release NoteApprove Complete Package****Approve Release NotePack & Dispatch Equipment

Receive EquipmentPre-test Equipment

Install equipment

Test Equipment against Test ScheduleCommission Complete System

Confirm Technical CompletionReview Project Records Complete

Handover Documents ResolveReservations ObtainAcceptance of Completed Project

Initiate Project

Undertake Design

Implement Project

Complete Project

EFDA/CSU/JOC Management

Project Leader/Project Team/EFDA/CSU

Project Team/IRP/EFDA/CSU/JDC

Project Team/Interfaces

Project Team/Interfaces/EFDA/CSU/JDC

Project Team/ICM

Project Team/ICM/EFDA/CSU

Project Team/EFDA/CSU

Project Team/CSU

Undertake PostProject Review

Project Team/Contracts/EFDA

Project Team/Contractor/ICM

Prepare Technical DesignEnsure Machine Compatibility Prepare

Safety Case Modification

*** These will comprise:

- Technical Specification- Drawings- Contractual Requirements

Note: Overall Project

Management and Reporting willbe as defined in the ProjectManagement Plan (PMP)

**** This includessupporting documentation

Gate 4

Gate 1 Gate 2 Gate 3

Gates (Formal Decision Points)See accompanying notes

Gate 0Project Justification- Approve Project Definition

Design Approval- Approval ofFinal Documents

Readiness forManufacture- Approval toplace Contract

Readiness for Operation- Acceptance of System

Strategic and BudgetaryApproval

Undertake Tender

* This will include:

- Initial WBS, OBS and CBS- Project Plan- Risk and Procurement Strategies

** These will only take place herefor large projects demanding DOeffort for preliminary Conceptualwork

UNCONTROLLED

WHEN PRINTEDBY: DR. ZEE SHAN BHATT I 20


21/72

VARIOUS PHASESOF THE IT

PROJECT



22/72

KEY POINTS IN PROJECT SET-UP AND DEFINITION

Create Project Management Plan (PMP)

Be clear of scope and objectives Establish clear statement of what is to be

done (WBS)

Establish Risks to be Managed

Establish Costs and Durations

Establish Resources Required



23/72

PROJECT MANAGEMENT PLAN - PMP

Master Document for Project

Defines the following:-

Project Objectives, Scope, Deliverables

Stakeholders (Internal & External)

Work to be done (WBS)

Project Organisation and Resources (OBS)

Project Costings (CBS)

Project Schedule

Procurement/Contract Strategy

Risk Management

Quality management

Change Management BY: DR. ZEE SHAN BHATT I 23


24/72

PROJECT PLANNING



25/72

PROJECT PLANNING

Adequate planning leads to the correct completion of

work

25


26/72

PROJECT PLANNING

“The larger, more complex or uncertain an endeavour is,

the more important planning becomes”

Lockyer & Gordon

What measures would you use to determine thecomplexity of a project?



27/72

PLANNING

Inadequate planning leads to frustration towards the end of the project & poorproject performance

Project Start Project End

27


28/72

WHY PLAN?

IS development is complex and time consuming

There are usually a number of people involved with a

project

Communication Informs Project Manager/Team of the state of the project

Customer confidence



29/72

WHY PLAN?

Projects are unique and therefore there will always beuncertainties

Need to plan for these (Plan B)

So… For anything more than the smallest project, planning must be a formal

process



30/72

PROJECT PLANNING FOR IS

Requires knowledge drawn from: Development techniques

Application domain

Project planning techniques

Skills abilities and motivation of developers

Business and organisational environment



31/72

PROJECT PROPOSALS

Project planning starts with the project proposal -Result of Conception Phase

Maybe a response to a project brief prepared by an external or internal customer



32/72

PROJECT INITIATION

Project initiation document Internal or external

Project manager needs a good appreciation ofrequirements This may require extra work

Customer needs report on unknowns

protects both the project team and the customer



33/72

THE PROJECT PLAN – SIMPLE FORM

The project plan is an attempt to timetableall the activities that make up a project

How will the project be divided

Who does what

When are tasks carried out



34/72

THE PROJECT PLAN

More detail can be added to the plan to indicate: Level of performance and quality

Costs

Further detail indicates: availability of the resources required to carry out each task



35/72

THE PROJECT PLAN

Summary plan Shows key tasks, events and milestones in the systems project

Primarily used for reporting progress

Detailed plan Task plan

Time control plans

Resource plan Cost plans

Primarily used as a working tool



36/72

Project Planning

A word about Scheduling

–Schedules (task durations) can have a wide

variation

–There is no unique answer. Rather, there is a

statistical variation depending on assumptions

–Need to understand the basis of scheduling

(Most challenging; Most likely; Absolute certainty

- bet your life on it!) –Most people are very optimistic/naive



37/72

Monitor &

Review

PLANNING AND CONTROL CYCLE

Plan



38/72

ITERATIVE PROCESS

The plan will evolve as the project evolves

The plan is reviewed and updated as more informationbecomes available and uncertainties become less uncertain

Monitor &

Review

Plan

Monitor &

Review

Plan

Monitor &

Review

Plan

BY: DR. ZEESHAN BHATTI 38


39/72


How will the project be divided?Work breakdown structure

Product breakdown structure

When will the work be carried out? Gantt Chart

Who does what?



40/72

WORK BREAKDOWN STRUCTURE

Work broken down in a hierarchical manner until: Each task is “atomic”

Duration can be estimated with reasonable accuracy

Can be carried out by one person

Each task : Has a well defined beginning and end Will consume resources

May be dependant on other tasks



41/72

WORK BREAKDOWN STRUCTURE (WBS)

The Work Breakdown Structure is the foundation foreffective project planning, costing and management.

It is the most important aspect in setting-up a Project

It is the foundation on which

everything else builds

41


42/72

WORK BREAKDOWN STRUCTURE - DEFINITION

“A Work Breakdown Structure (WBS) is ahierarchical (from general to specific) tree

structure of deliverables and tasks that need tobe performed to complete a project.”



43/72

WBS EXAMPLE Project

ConductInvestigation

ProduceReport

InvestigateOther Systems

AnalyseRequirements

InvestigatePackages

InvestigateHardware

ConductInterviews

FinanceDirector

StoresManager

Sales Manager Etc.ManagingDirector

Write Notes Review Notes Create DFD’s Review DFD’s ConductInterview



44/72

EXAMPLE WBS - TOP LEVEL PROJECT A

Be

Recycling1.1.1.0.0

Bulk WDivertor 1.1.2.0.0

W Coatings

1.1.3.0.0

Markers

1.1.4.0.0

R&D

Management1.1.5.0.0

Research &

Development1.1.0.0.0

Sliced Be

Tiles1.2.1.0.0

Bulk MetalTiles1.2.2.0.0

W Coated

CFC Tiles1.2.3.0.0

Embedded

Diagnostics1.2.4.0.0

Engineering D&M

Management1.2.5.0.0

Bulk W

Tiles1.2.6.0.0

Component Inspect

& Re-pack1.2.7.0.0

Engineering

Design & Manufacture1.2.0.0.0

Remote

Handling1.3.1.0.0

Torus InstallationGroup1.3.2.0.0

Waste Man.

Group1.3.3.0.0

Vacuum

Group1.3.4.0.0

ILW Tile Removal

& Replacement1.3.5.0.0

EP2 Shutdown

Management1.3.6.0.0

EP2

Shutdown1.3.0.0.0

Overall Project

Management1.4.1.0.0

ContractualManagement1.4.2.0.0

Safety & HP

Management1.4.3.0.0

Quality

Management1.4.4.0.0

FZJ Contract

Management1.4.5.0.0

Project

Management1.4.0.0.0

Assess JET

Be Stocks1.5.1.0.0

Prepare & ShipJET Be1.5.2.0.0

Be

Recycling1.5.0.0.0

Sliced Be Tiles

Install Prep.1.6.1.0.0

Bulk Metal TilesInstall Prep.1.6.2.0.0

W Coated CFC


Embed. Diag.


Install Prep.

Management1.6.5.0.0

Install Prep.

Bulk W1.6.6.0.0

Install Prep.

Other Activities1.6.7.0.0

Installation

Preparation1.6.0.0.0

Engineering

Design & Manuf.1.7.1.0.0

Erosion/Deposition Assemby & Calib.1.7.2.0.0

Erosion/Deposition

Installation1.7.3.0.0

Erosion/Deposition

Management1.7.4.0.0

Erosion/Deposition

for ILW1.7.0.0.0

ITER-Like

Wall Project

1.0.0.0.0


EXAMPLE WBS TOP LEVEL PROJECT B


45/72

EXAMPLE WBS - TOP LEVEL PROJECT B

Key ProjectMilestones1.1.1.0.0

Key Project

Deliverables1.1.2.0.0

Key ITERMilestones & IPL

1.1.3.0.0

OverallManagement

1.1.4.0.0

Safety & HP

Management1.1.5.0.0

RiskManagement

1.1.6.0.0

Quality

Management1.1.7.0.0

LIDAR ProjectManagement

1.1.0.0.0

Overall Cluster Co-ordination

1.2.1.0.0

Performance

Analysis1.2.2.0.0

LIDARNeutronics1.2.3.0.0

ScatteringTheory

1.2.4.0.0

R&D

Tasks1.2.5.0.0

RadiationEffects Data

1.2.6.0.0

Remote

Handling1.2.7.0.0

ItemTest Unit1.2.8.0.0

Engineering Analysis1.2.9.0.0

LIDAR SystemConcepts1.2.0.0.0

Lasers1.3.1.0.0

Laser

Layout1.3.2.0.0

Laser BeamCombiner 1.3.3.0.0

Laser Systems1.3.0.0.0

Collection Optical Design

1.4.1.0.0

Collection

Windows1.4.2.0.0

In-VacuumCollection Mirrors

1.4.3.0.0

Ex-VacuumCollection Optics

1.4.4.0.0

Collection Optics

Mechanical Design1.4.5.0.0

Spectrometer System

1.4.6.0.0

Detectors

1.4.7.0.0

AlignmentSystem

1.4.8.0.0

CalibrationSystem

1.4.9.0.0

CollectionOptics

1.4.0.0.0

Laser PathOptical Design

1.5.1.0.0

Laser

Windows1.5.2.0.0

Plasma FacingLaser Mirrors

1.5.3.0.0

Other Laser Mirrors

1.5.4.0.0

Laser Path

Mechanical Design1.5.5.0.0

BeamDump

1.5.6.0.0

Alignment

System1.5.7.0.0

CalibrationSystem

1.5.8.0.0

Laser PathOptics

1.5.0.0.0

Control SystemInterface Definition

1.6.1.0.0

Control

System1.6.2.0.0

AcquisitionSystem

1.6.3.0.0

LIDARInstrumentation

1.6.4.0.0

Safety

Interlocks1.6.5.0.0

SafetySystem

1.6.6.0.0

Control & Acquisition

1.6.0.0.0

Shutters1.7.1.0.0

Labyrinth

1.7.2.0.0

Extension Tubes &Mirror Mounting

1.7.3.0.0

External Port OpticsMounting

1.7.4.0.0

Bioshield

1.7.5.0.0

BSMPenetrations

1.7.6.0.0

EM Analysis for

In-Port Comp.1.7.7.0.0

LIDARPort Engineering

1.7.0.0.0

Water Services1.8.1.0.0

Interspace

Vacuum1.8.2.0.0

LIDARPower

1.8.3.0.0

Spectrometer Area

1.8.4.0.0

Laser

Room1.8.5.0.0

Port Cell/Interspace

1.8.6.0.0

LIDARServices1.8.0.0.0

LIDARInterfaces1.9.1.0.0

Mock-up

Facility1.9.2.0.0

Basic Mock-upTests

1.9.3.0.0

TokamakTests

1.9.4.0.0

Final System

Testing1.9.5.0.0

System Assembly& Dis-assembly

1.9.6.0.0

Interfaces &Integrated Testing

1.9.0.0.0

Thomson ScatteringCore (LIDAR)5.5.C.1.0.0.0.0

OpticalSystems

5.5.C.0.0.0.0.0



46/72

Project Planning – WBS (1)

Lowest Level of WBS is the Work Package (WP)

WP can be clearly defined allowing package to be

costed, scheduled and resourced

WP contains a list of Tasks to be Performed that

form the basis for the Schedule

WP allows assignment of responsibilities (Work

Package Manger, WPM)



47/72

Project Planning – WBS (2)

WBS allows hierarchical build-up of costs and

schedule

Cost and Schedule can be reported at any level of

the WBS

WBS facilitates strong management during project

execution (Cost and Schedule control)

WBS can be used for many other things -

Document Management, Risk Management etc.BY: DR. ZEE SHAN BHATT I 47


48/72

PRODUCT BREAKDOWN STRUCTURE

Concentrates on what is to be done, rather than how it isto be done

More difficult to forget a product/element

Easier to assign quality measures/procedures

Process is more likely to fit if developed after product

Example {http://www.gifpa.co.uk/news/6/plans.html}


http://www.gifpa.co.uk/news/6/plans.htmlhttp://www.gifpa.co.uk/news/6/plans.html


49/72

PBS EXAMPLE

Project

DesignDeliverables

DatabaseDeliverables

GUIDeliverables

FunctionalDeliverables

ProjectManagementDeliverables



50/72

PBS EXAMPLE

Project

Design

Deliverables

Database

Deliverables

GUI

Deliverables

Functional

Deliverables

Project

ManagementDeliverables

Produce ClassDiagrams

Produce UseCases

Produce ActivityDiagrams



51/72


• How will the project be divided?

– Work breakdown structure

• When will the work be carried out?

– Gantt Chart

• Who does what?



52/72

GANTT CHART (SOURCE : WW.GANTT.COM)A Gantt chart, commonly used in project management, is one of the mostpopular and useful ways of showing activities (tasks or events) displayedagainst time. On the left of the chart is a list of the activities and along thetop is a suitable time scale. Each activity is represented by a bar; theposition and length of the bar reflects the start date, duration and end date

of the activity. This allows you to see at a glance:

What the various activities are

When each activity begins and ends

How long each activity is scheduled to last

Where activities overlap with other activities, and by how much

The start and end date of the whole project

To summarize, a Gantt chart shows you what has to be done (the activities)and when (the schedule).



53/72

EXAMPLE GANTT CHART



54/72

EXAMPLE GANTT CHART

Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14

AB

C

D

E

F

G

Week Number



55/72

EXAMPLE GANTT CHART



56/72

EXAMPLE GANTT CHART

Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14

AB

C

D

E

F

G

Week Number



57/72

GANTT CHART COMPONENTS

An Activity/Task is represented as follows:

The length of the bar is proportional to theduration time of the activity

Start Finish



58/72

GANTT CHART COMPONENTS

Progress on an Activity/Task can be shown as follows:

The length of the bar is proportional to theamount of work completed.This example is approx 50% complete

Start Finish



59/72

EXAMPLE GANTT CHART

Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14

AB

C

D

E

F

G

Week Number



60/72

EXAMPLE GANTT CHART

Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14

AB

C

D

E

F

G

Week Number



61/72

EXERCISE

Activity Start (Week No) Duration (Weeks) % Complete

A 1 5 100

B 2 3 100

C 1 8 75

D 3 4 100

E 5 5 60

F 2 4 25

G 10 6 0H 6 6 100

I 7 2 50

J 8 6 50



62/72

EXERCISE

Activity Start (Week No) Duration (Weeks) % Complete

A 1 5 100

B 2 3 100

C 1 8 75

D 3 4 100

E 5 5 60

F 2 4 25

G 10 6 0H 6 6 100

I 7 2 50

J 8 6 50



63/72

GANTT CHART ADVANTAGES

It is good at showing timing

It shows project progress clearly

It is therefore an ideal tool for the summary plan



64/72

GANTT CHART DISADVANTAGES

Not ideal for showing inter-relationships MS Project does do this

Locating an activity requires three simultaneousdecisions: Method

Time

Resources



65/72

• How will the project be divided?

– Work breakdown structure

• When will the work be carried out?

– Gantt Chart

• Who does what?




66/72

BENEFITS OF PLANNING

Avoids the cost of the chaos that would ensue ifthe project was unplanned

Filters out projects that would provide a negativereturn

Being able to resolve problems in advance

Being able to allocate resources in advance



67/72

TWO VIEWS TO A PLAN

The Plan is a straight-jacket Very Precise

Focus on data

The Plan is a working tool Very Accurate

Focus on information



68/72

WHO DOES PLANNING

Developing the project plan is an iterativeprocess that involves: Project manager Project team

Project sponsor

Customer

Other stakeholders



69/72

LECTURE SLIDE REFERENCES

Slides Material By:

Dr Martin [email protected]

Slide Reference Book:

IT Project Management Handbook

By: Jag Sodhi, Prince Sodhi



70/72

REFERENCES BOOKS USED

IT Project Management Handbook

By: Jag Sodhi, Prince Sodhi

Project Management Nation: Tools,Techniques, and Goals for the Newand Practicing IT Project Manager

By: Jason CharvatISBN: 0471139262


THANKYOU


71/72

THANKYOU

Q & A

BY: DR. ZEESHAN BHATTI

For Course Slides and Handouts

Blog:http://zeeshanacademy.blogspot.com/

Facebook:

https://www.facebook.com/drzeeshanacademy

72

http://zeeshanacademy.blogspot.com/http://zeeshanacademy.blogspot.com/


72/72